Jan 03 2022

Enhancing the Workforce Engagement and Wellbeing Quotient

“Workplace dynamics and workforce management have transformed significantly in the last 2 years! This transformation has left many leaders guessing the impact it has had on employee engagement and wellbeing quotients. ”

by  Yugandhar Penubolu, CEO & Founder, Winzard

Workplace dynamics and workforce management have transformed significantly in the last 2 years! This transformation has left many leaders guessing the impact it has had on employee engagement and wellbeing quotients. Added to this, numerous reports have revealed that 2021-22 is truly turning out to be the year of resignations. A few Industries have become highly buoyant and in some, the employees are not able to cope with the change pertaining to the working conditions or expectations from their companies. Some examples I shall quote here are: Most teachers are finding the change and workload overwhelming since schools have adopted the hybrid model. Many IT organizations have received mighty contracts due to the growth spike in the digital market space and as a result, there has been an impact on the employee workload coupled with the challenges of new working dynamics. On the brighter side, such companies have also started hiring at unprecedented levels, but this has tested the organizations’ leadership capability especially pertaining to employee supervision and project management. Since supervisors are finding it difficult to connect well with the new employees and due to this, leaders are trying to answer the following: Are employees being heard? Are the expectations understood? How do supervisors manage and deal with performance as well as with resignation discussions? How do they retain their team members? Apart from the above, the tilt in recruitment and complexity may add to group politics, harassment, infrastructure issues, etc. adversely impacting the workplace culture and productivity.

So, leaders must up their game! Based on these real on-ground challenges, there are decisions that need to be taken by senior management.

The first step is to do a talent review and understand the potential, performance, loyalty, fitment and development needs at an individual level. Such a review could provide the leadership team with information that helps in strategic planning pertaining to people decisions like succession, retention, training, Performance improvement planning, coaching, and career progression, etc.

The next step is to understand the workforce wellbeing and engagement levels. Employee engagement in this context is not an event or two being conducted like an offsite or party. Similarly, wellbeing is not limited to psychological wellbeing and wellness tracking.

It is important to be aware of the wellbeing and engagement quotients at different quarters of the organization. Information pertaining to physical, psychological, social, and professional wellbeing will help leaders identify the need, the area of focus, and the right course of action.

Employee engagement and wellbeing could be adversely impacted due to various reasons. This impact may not necessarily be because of one or two factors and at times, may be limited to certain groups. 

Certain employees are actively engaged, some moderately engaged while some are disengaged or even cynical. It may be found that the social wellbeing of employees is the cause of the toxicity that is being experienced at the workplace or the physical infrastructure is the issue at a specific location, or the unavailability of learning and materials is causing frustration in a department. Identifying the problem is important but that is not enough. It is also critical to understand the source of the problem. The cause or source could be a supervisor or inefficient process or lack of planning, training, etc.

The next step is redressal - to formulate action plans and improve the adverse areas found in the surveys. Action plans may include addressing infrastructure repairs, review of processes, setting new expectations, providing a healthy atmosphere, differentiated policies for remote working, counselling, training, administering new or re-emphasising policies such as PoSH, code of conduct, people actions and more. Action must be suitable to the identified source of the problem instead of blanket training and announcements.

At Winzard, we have developed a robust Talent Review module and a Workforce Experience module that exclusively empowers leaders with insights on Engagement and Wellbeing. The Workforce Experience includes a multilingual Survey, Insights, and action planning. The module also provides custom filters on the platform so that leaders can view deeper pinpointed insights. The modules were developed based on research with the help of IIT Hyderabad to uncover the blind spots and facilitate decisions as well as plan action. Great workforce experience improves employee satisfaction, loyalty, advocacy, capability, and also facilitates a culture that focuses on growth.

Winzard on hrtech.in marketplace & 2021 India Marketmap.

This article is written by Yugandhar Penubolu, who is the author of “The Transformational Lens’, a people and performance management book. Yugandhar is the CEO and Founder of Winzard Solutions Private Limited which is a Strategic HR company. Its offerings include a SaaS platform that hosts employee performance, talent, experience and learning management products. They also do individual, manager, and leader development workshops. He is also the founder of Badi Soch Innovations Private limited which aims to instil creative confidence in the young through various proprietary SaaS products.


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